- The once-linear nature of power at work, from older to younger, has been disrupted by changes in life expectancy and health, as well as changes in lifestyle and technology. You need out-of-the-box team building solutions to face the uncharted talent retention leadership challenges ahead. During change, destabilized team members resort to self-protective personal agendas. These agendas are guaranteed to conflict, now that generational team building dynamics are part of the talent retention mix.
- What we should be doing today is celebrating our generational differences. Each group brings a unique perspective that can be a powerful team building driver for talent retention. Younger workers bring fresh insights and boundless energy. Older workers bring the gifts of corporate memory and experience. Organizations that can find team building bridges between these generational groups will be positioned to exceed both productivity and customer expectations.
- And speaking of customers … here is an idea for expanding customer satisfaction (both internal and external). There are unlimited applications for this new team building competency, such as resolving customer complaints, customer presentations, customer recovery, customer communications.
- During change, high talent is most at risk. They have more options. When the pressure reaches the red zone, count on them bailing first … into either Quit-&-Leave or Quit-&-Stay.™ Cross-generational Quit-&-Stayers create gargantuan power and turf struggles, which drives team building and productivity into the ditch. And seriously jeopardizes talent retention and customer service.
- Your key people will be the foundation of your team building and reconstruction effort. Start re-recruiting them fast.Every time a key player withdraws into Quit-&-Leave or Quit-&-Stay,™ a chunk of your talent retention competitive advantage vanishes with them.
At no time in our history have so many and such different generations with such diversity been asked to work shoulder to shoulder, side by side, cubicle by cubicle.
- Understanding generational differences is critical to making them work for, not against, your organization. It is essential to creating harmony, mutual respect, and joint effort in a relentlessly changing world of work. Without this common understanding and acceptance of our differences, today’s rapid pace of personal and organizational change too often fosters suspicion, mistrust, isolation, and debilitating stress.
- We are all individuals. There are countless ways we differ in background, personality, values, preferences, and style. To make judgments about these differences (i.e., who is better), is illogical and meaningless. However, exploring generational diversity can help explain – and bridge – the sometimes-baffling differences behind our unspoken assumptions and at-odds attitudes.
- World events make a lasting impression on generational groups and shape us in unique ways. This does not automatically make other generations broken, wrong, stupid, lazy, or something for us to fix. Instead, look at each individual as a perfect product that accurately portrays the world that they have seen. People born near the ends and beginnings of generations will likely show some evidence of both generations that they straddle:
Baby Boomer Generation
The Silent or Veteran Generation
Caution: Be careful when working with cross-generational interactions In order to avoid reinforcing negative stereotypes.
Generational differences are a start, not an end to understanding.